Kshushtof “To Scrum or to Agile – that is a question.”

To Scrum, or to Agile, that is
a question
Odessa, June 09th 2018
Krzysztof Małus
krzysztof.malus@omec.pl

KRZYSZTOF MAŁUS
(C) OMEC Sp. z o.o.
www.omec.pl
• Project, programme and portfolio
management expert
• Training programmes creator
• Project Auditor.
• Speaker on many international conferences
on project management
• Reviewer of PRINCE2, AgilePM, MSP and P3O
standards

WHO WE ARE
(C) OMEC Sp. z o.o.
 OMEC team is a group of experienced instructors, coaches and
consultants, specializing in issues of managing businesses and
organizations, with particular focus on project oriented ventures.
 Our goal is to provide the highest quality educational and
consulting services for companies in the private sector, public
administration and independent project managers.
 We can help you with your professional career and support your
organization.
 We act in Poland and other European countries.
Filip Gontarz
CEO

4© OMEC Sp. z o.o.To Scrum, or to Agile, that is a question
To Scrum, or to Agile that is a
question
The quality of a question is not judged by its complexity but by the complexity of thinking it provokes.
[Joseph O'Connor]

Strategy
Business
Change
Portfolio
Programme Programme
Project Project Project Project Project
Business as
Usual
Team
Organizational Change Management
P3 Governance
Project
P3O®
P3O®
P3O®
Strategic imperatives
Corporate vision and goals
External factors
Product
Development
Team 3Team 1 Team 2

Collaboration in business change
governance layers of matrix organisation
Main board
Line 2 Line 3Line 1
Programme
Project
Team
Portfolio
Product
Development
Product
Development
Product
Development

Example methods in change governance
layers
PORTFOLIO
PROGRAMME
PROJECT
TEAM
PRODUCT
DEVELOPMENT
MoP
MSP
PRINCE2
Scrum
AgilePM
XP
AgilePgM
SAFE

Output, Capability, Capability Enablement,
Outcome, Benefit
Output Output Output
Capability
Capability
Enablement
(Transition,
Deployment)
Outcome

 No single definition of the term 'Agile'. It is very
broad and is viewed in many different ways:
• Agile methods - well known frameworks with processes
• Behaviours, concepts and techniques - agile way of
working and frame of mind.
What is Agile (1)?

 Anyway 'Agile' should mean:
• Transparency (the team and the progress is visible to
all)
• Inspection (frequent reviews of the current state of the
work and how the method is used)
• Adaptation (to follow inspection and implement new
ideas and conclusions)
• Close work with a customer throughout (one team
culture)
• Decisions about detail deferred as late as possible
• Work completed on time, frequent deployment to the
operations
• Final solution actually meets business need.
What is Agile (2)?

Business as
Usual
Strategy
Business
Change
Portfolio
Programme Programme
Project Project Project Project Project
Team
Project
Strategic imperatives
Corporate vision and goals
External factors
Product
Development
Team 3Team 1 Team 2
Where
can Agile
be here?

Six aspects of project performance
MIN
MAX
PROJECT GOVERNANCE AUTHORITY
(i.e. portfolio, programme)
Tolerances delegated
down to the project

Six aspects of project management in
Agile
Time Costs
Quality
Risk
Scope
Benefits
Fix Flex

 Waterfall (linear and serial)  Agile (Iterative and incremental)
Waterfall versus agile projects
Time
Solution goes into
operational usage
Solution goes into
operational usage
Time
Collaborating team(s)

Traditional
Project Management
Agile
Principles/Behaviours,
Fundamentals/Concepts,
Practices/Techniques
Agile
Project Management
+ =
Agile Project Management

Tailoring the method and positioning a
project
Project
management
method
Tailoring and
embedding in
a organisation
Organisation's
project
management
method
Tailoring for a
project
Management
Approach
Definition
(how agile)
Project
Tailoring the method by Method Owner
Tailoring the method (positioning a
project) by Project Manager
Tailoring includes "How much Agile and how much Waterfall"

The history of Agiles
Agile 1 Agile 2 Agile n
Agile 1 Agile 2 Agile n
© Agile Business Consortium
Reproduced from AgilePM® Agile Project Management Handbook v2
Agile
Manifesto

Kent Beck James Grenning Robert C. Martin
Mike Beedle Jim Highsmith Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockbum Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick

Minimum expectations from a professional
method (1)
Expectation PfM PgM PM TM PD
Must have a clear single owner
• One "bible" with authorized knowledge to avoid
misinterpretation, one certifying body.
● ● ● ● ●
Must provide interfaces to the higher and lower
governance layers
• Must present a context, must not exist in isolation.
● ● ● ● ●
Must include management, business and technical
roles
• Business roles must exist at all levels except product
delivery
• The roles must collaborate as "one culture" team.
● ● ● ●
Must focus on holistic solution for the business
• Team, project, programme and portfolio must focus on
holistic solution while only product delivery focuses on
production (e.g. software).
● ● ● ●

Minimum expectations from a professional
method (2)
Expectation PfM PgM PM TM PD
Must be Business Case driven
• Business Case should not only be prepared but used to
manage at the level of strategy, programme, project and
team.
● ● ● ●
Must promote business ownership of initiatives
• Just business projects. ● ● ● ●
Must support whole lifecycle of initiatives from early
stages
• Should support the stage of creating a vision and high-
level requirements.
● ● ● ●
Must recommend tailoring to the environment
• A method should not be used mechanically. ● ● ● ● ●

Scrum - is it a good Agile (1)?

Scrum - is it a good Agile (2)?
 Many "interpreting" books; no single "bible" what Scrum is. The open
books provide contradictory details. At least three Exam Institutes provide
their exams and certificates on behalf of whom?
 Unclear what governance layers it describes: team, product development
or both.
 Does not provide an interface to the project management layer.
 Does not include day to day business roles (e.g. business roles do not
participate in daily scrums). In practice, business does not perceive
Scrum as their method but a method of IT.
 Focuses on single products (e.g. software) not business holistic solution.
 Business Case not used in taking decisions. Benefits assessment is not
considered at all.
 No recognition of work needed in early stages to create a baseline of
"high-level" requirements.
 No tailoring tools and recommendations.

Typical observations on using Scrum
 Likely Scrum is not a corporate method - is used only by IT.
 Likely corporate methods of portfolio, programme, project and
team management do not exist at all.
 Scrum team is often confused with IT team (e.g. team of
programmers).
 Business roles are not actively engaged - Scrum is used to create
a "controlled" wall between the business and IT (likely conflicts,
culture of "them and us"). Business does not feel ownership of an
initiative (e.g. "IT project").
 Many needed products are not created at all as the focus is on IT -
not a holistic approach.
 Business justification is not used when taking decisions (priorities
are likely set by IT).
 Benefits realized from the initiative are not guided to not assessed.

Products
AgilePM ® (1)
Philosophy
PrinciplesProcess
Practices
Common sense and pragmatism
People

 Clear ownership of Agile Business Consortium (DSDM) - one of
the oldest Agile approaches. APM Group is the only certifying
body.
 Guides project and team management layers.
 Provides clear interface up to programme/portfolio and down to
product development.
 Covers management, business and technical roles at the level
of project and team.
 Focuses on "Evolving Solution".
 Business Case driven at the level of project and team. Benefits
are assessed during and post-project time.
 Guides a project from early stages.
 Provides tools for tailoring a project.
AgilePM ® (2)

AgilePM® and AgileBA®
AgileBA®AgilePM®

AgilePM principles
1. Focus on the business
need
2. Deliver on time
3. Collaborate
4. Never compromise
quality
5. Build incrementally
from firm foundations
6. Develop iteratively
7. Communicate
continuously and
clearly
8. Demonstrate control

People
DSDM
Coach
Workshop
Facilitator
Solution
Tester
Solution
Developer
Team
Leader
Business
Ambassador
Business
Advisor
Business
Analyst
Technical
Advisor
Technical
Coordinator
Project
Manager
Business
Visionary
Business
Sponsor
Project Level
Solution Development Team
Business interests
Solution/technical interests
Management interests
Process interests

Process

Moving from Scrum to AgilePM

False prophets
 Beware of false prophets, who come to you in
sheep's clothing, but inwardly are ravening wolves
[Matthew 7:15]
 But false prophets also arose among the people,
just as there will be false teachers among you, who
will secretly bring in destructive heresies
[Peter 2:1]
 And many false prophets shall rise, and shall
deceive many
[Matthew 24:11]

How to recognize true and false prophets -
test your spirits
 Beloved, do not believe every spirit, but test the
spirits to see whether they are from God,
for many false prophets have gone out into the
world
[John 4:1]
 Test your spirits! - by referring to the Best
Practices, Accredited Trainings, and Approved
Experts.

Enrich your faith and grow in certified maturity of
Axelos Best Practices
Portfolio,
Programme
and Project
Management
Maturity Model
(P3M3)
Management
of Risk
(M_o_R)
Management
of Value
(MoV)
Portfolio,
Programme
and Project
Offices
(P3O)
ITIL
COMMON GLOSSARY
GUIDANCE
Resilia
ITIL
Maturity
Model
Project management (PRINCE2, PRINCE2 Agile)
Programme management (MSP)
Portfolio management (MoP)
Copyright ©AXELOS Limited 2013. Material is reproduced under licence from AXELOS Limited. All rights reserved.

Enrich your faith and grow in certified
maturity of Agile Business Consortium

 International certificates for your career
 Ability to speak professional language
 Ability to recognize true and false prophets
 Ability to see things in a "helicopter view"
 Skills to create controlled environment for
successful project initiatives
 Expertise in business change - how to improve P3
management in your organization and in your
country
Benefits of professional education

(C) OMEC Sp. z o.o.
AgilePM & AgileBA
Foundation training & certification
Kiev 18-20 June 2018

(C) OMEC Sp. z o.o.
To Scrum or to Agile?
The quality of a question is not judged by its complexity but by the complexity of thinking it provokes.
[Joseph O'Connor]

Kshushtof “To Scrum or to Agile – that is a question.”

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